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Tan Sri Azman Mokhtar, who as a 43-year-old was entrusted with the task of transforming Khazanah Nasional Bhd in 2004, has been called all sorts of names. One was “body snatcher”, for poaching talent at a dizzying pace from multinationals to build the Khazanah team.
His stamina for working virtually 24/7, BlackBerry in hand, and use of such phases as “execute or be executed” gave rise to other labels.
Azman mokhtar biography of abraham
At Khazanah, work emails came at all hours and even during weekends.
“It’s not so bad now,” laughs Azman, when asked of his work habits. Admittedly, the task at hand then was a mammoth one. Malaysia was just recovering from the 1997/98 Asian financial crisis.
And transforming Khazanah was not just about the institution but a collective transformation of 20 government-linked companies (GLCs) across varied industries with individual issues.
“When we started the [GLC Transformation] Programme, we felt it would take about 10 years, and the way I describe it, it is like taking antibiotics